MGMT 310 Test 3

Team Effectiveness Criteria

1. Productive output of the team meets or exceeds standards of quantity and quality 2. Team members realize satisfaction of the their personal needs 3. Team members remain committed to working together again.

normative control

A company's widely shared values and beliefs guide workers' behavior and decisions.

principle of exception

A managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard.

technical innovator

A person who develops a new technology or has the key skills to install and operate the technology.

product champion

A person who promotes a new technology throughout the organization, searching for support and acceptance

return on investment

A ratio of profit to capital used, or a rate of return from capital.

Balance Sheet

A report that shows the financial picture of a company at a given time and itemizes assets, liabilities, and stockholders' equity.

executive champion

An executive who has the status, authority, and financial resources to support the project and protect the product champion.

task specialist

An individual who has more advanced job-related skills and abilities than other group members possess.

Reinforcement Schedules

Continuous (every time), Fixed Interval (across a period of time), fixed ratio (when the nth occurrence is witnessed), Variable (no set schedule or random)

clan control

Control based on the norms, values, shared goals, and trust among group members.

market control

Control based on the use of pricing mechanisms and economic information to regulate activities within organizations

standard

Expected performance for a given goal: a target that establishes a desired performance level, motivates performance, and serves as a benchmark against which actual performance is assessed.

emotional disconnects

Happen when the sender or the receiver is upset, he/she tends to ignore or distort the message

downward communication

Information that flows from higher to lower levels in the organization's hierarchy (ex. phone calls or project feedback

unfreezing, movement, refreezing

Lewin's change process

Maslow's Hierarchy of Needs

Lower order needs must be fulfilled before higher order needs become a motivating factor

Hertzberg's Two-Factor Theory

Motivator factor: the factors that lead to satisfaction and the things that make employees work harder; examples like enjoying work , achievement, recognition, interesting work, increased responsibilities, and career progression Hygiene factor: the factors that can lead to dissatisfaction and a lack of motivation if they are absent; like salary, benefits, company policies, etc.

Punishment

Negative behavior followed by negative consequences

Extinction

Negative behavior followed by removal of positive consequences

strategy, execution, culture, structure

Practices that make organizations better

Advantages of written communication

Provide a tangible and verifiable record Record can be stored for an indefinite period of time Physically available for later reference More likely to be well thought-out, logical, and clear

specific, measurable, attainable, realistic, time-bound

SMART goals

Management teams

Teams that coordinate and provide direction to the subunits under their jurisdiction and integrate work among subunits.

Work Teams

Teams that make or do things like manufacture, assemble, sell, or provide service.

Distributive Justice

The degree to which people think outcomes (ex. pay) are fair

Interactional Justice

The degree to which your supervisor treats you with respect and dignity and provides you with sufficient information for performing your job.

Budgeting

The process of investigating what is being done and comparing the results with the corresponding budget data to verify accomplishments or remedy differences

Organizational development

The system wide application of behavioral science knowledge to develop, improve, and reinforce the strategies, structures, and processes that lead to organizational effectiveness.

bureacratic control

The use of rules, regulations, and authority to guide performance

multiple

To be effective, control systems must use __________ approaches to meet various employee needs.

quality circles

Voluntary groups of people drawn from various production teams who make suggestions about quality.

Normative controls

Which controls should be used when it is difficult to create good measures of work behavior and when culture is strong?

Group

a collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements

collective efficacy

a group's perception of its ability to successfully perform well

Debt to Equtiy Ratio

a leverage ratio that indicates the company's ability to meet its long-term financial obligations

Current Ratio

a liquidity ratio that indicates the extent to which short-term assets can decline and still be adequate to pay short-term liabilities

medium

a physical environment in which phenomena occur

disruptive innovation

a process by which a product, service, or business model takes root initially in simple applications at the bottom of a market and then moves "up market," eventually displacing established competitors

Conflict

a process where one party perceives another party has negatively influenced, or is about to negatively influence something the first party cares about

Six Sigma

a rigorous statistical analysis process that reduces defects in manufacturing and service-related processes

team

a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable

Jargon

a specific set of acronyms or words unique to a specific group or profession

Vertical Stretch goals

aligned with current activities, including productivity and financial results.

job enrichment

allowing workers more control over how they perform tasks

Grapevine

also known as gossip

management audit

an evaluation of the effectiveness and efficiency of various systems within an organization

noise

any disturbance that interferes with the transmission of a message

control

any process that directs the activities of individuals toward the achievement of organizational goals

Conflict Handling Styles

avoiding, accommodating, competing, compromising, collaborating

upward communication

communication that flows from lower to higher levels in an organization's hierarchy (ex. performance reports)

storming

conflicts arise and heirarchy of leadership is determined

Chief Information Officer

coordinate the technological efforts of the various business units and identify ways that technology can support the company's strategy.

Norming

correct behaviors are fully defined and a sense of group identity is formed

existence

corresponds to Maslow's physiological and safety needs

Relatedness

corresponds to social needs

Adjouning

disband and join other groups

ERG Theory

existence, relatedness, growth

job enlargement

expanding the tasks performed by employees to add more variety

feedback control

focuses on the use of information about results to correct deviations from the acceptable standard after they arise

environmental scanning

focuses on what can be done and what is being developed. emphasizes identifying and monitoring the sources of new technologies for an industry.

Stages of Group Development

forming, storming, norming, performing, adjourning

Performing

group structure is fully functional

traditional work groups

groups that have no managerial responsibilities

Inontation

how people emphasize certain words when they speak

information overload

humans can only process so much information when under time constraints

team maintenance specialist

individual who develops and maintains team harmony

horizontal communication

information shared among people on the same hierarchical level (sending a memo to your colleague

Horizontal Stretch goals

involve people's professional development, such as attempting and learning new, difficult things

forming

members share which behaviors are acceptable

job rotation

moving employees from job to job at regular intervals

biased language

offensive language that stereotypes others on the basis of their personal or group affiliation

boundaryless organization

organization in which there are no barriers to information flow; implies information available as needed moving quickly and easily enough so that the organization functions far better as a whole than as separate parts

Maslow's Hierarchy of Needs

physiological, safety, love/belonging, esteem, self-actualization

negative reinforcement

positive behavior followed by a removal of negative consequences

positive reinforcement

positive behavior followed by positive consequences

Reflection

process by which a person states what he or she believes the other person is saying

Growth

refers to Maslow's esteem and self-actualization

Norms

shared beliefs about how people should think and behave

Freeforward Control

takes place before operations begin and includes policies, procedures, and rules designed to ensure that planned activities are carried out properly. Examples include inspection of raw materials and proper selection and training of employees

concurrent control

takes place while plans are being carried out. It includes directing, monitoring, and fine-tuning activities as they occur.

virtual teams

teams that are physically dispersed and communicate electronically more than face-to-face

parallel teams

teams that operate separately from the regular work structure, and exist temporarily

project and development teams

teams that work on long-term projects but disband once the work is completed

procedural justice

the degree to which policies and procedure (ex. performance appraisals) are perceived as fair

Equity Theory: Fairness

the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions

channel

the medium through which the message is sent

information richness

the more a message utilizes multiple senses, it is thought to be high in this. An example is videoconferencing

Benchmarking

the process of comparing an organization's practices and technologies with those of other companies

Empowerment

the process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization

selective perception

the receiver's focus on specifics of the message that appeal to him/her

Filtering

the sender's distortion or withholding of information to manage a person's reactions

social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

Expectancy Theory

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Communication

the transmission of information and meaning from one party to another through the use of shared symbols

Reinforcement Theory

theory that positive and negative reinforcers motivate a person to behave in certain ways (Positive Reinforcement, Negative Reinforcement, Punishment, Extinction)

disadvantages of written communication

time consuming lack of feedback may not be read

Semantics

words can mean different things to different people

transnational teams

work groups composed of multinational members whose activities span multiple countries